Navigating through the Risks and Challenges of implementing Green IT Projects

Transcription

1 Navigating through the Risks and Challenges of implementing Green IT Projects Jerry Kopan, ITIL V3 Expert, V2 Service Manager, PMP, CMC, B.Sc. ITSM Project Manager and ITIL Trainer Page 1

2 Abstract Implementing Green IT projects will have the same risks and challenges that are common to all projects. As a PMP and ITIL V3 Expert (and V2 Service Manager), I will identify how to integrate Green IT projects using the PMBoK and ITIL. This will include: Brief overview of the PMBoK knowledge areas that must be integrated with the ITSM Very brief overview of ITIL V2 and V3 Concepts pertaining to Project Management Some differences between the two frameworks Risks and challenges that these differences impose on projects and how they can negatively impact the desired business outcomes Propose some recommendations for integrating the PMO and ITSM organization to achieve the business outcomes and deliver successful Green IT projects. Page 2

3 Trademarks and Copyrights ITIL is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries IT Infrastructure Library is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries The OGC logo is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom "PMI", the PMI logo, "PMP" the PMI logo, "PMBOK" are registered marks of Project Management Institute, Inc. PRINCE is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and other countries Page 3

4 Inspiration for Change "Change is the law of life and those who look only to the past or present are certain to miss the future. -- John F. Kennedy "For any student of history, change is the law of life. Any attempt to contain it guarantees an explosion down the road; the more rigid the adherence to the status quo, the more violent the ultimate outcome will be. -- Henry Kissinger, Years of Renewal Page 4

5 Green Computing Green computing is the environmentally responsible use of computers and related resources Such practices include the implementation of energyefficient central processing units (CPUs), servers and peripherals as well as reduced resource consumption and proper disposal of electronic waste One of the earliest initiatives toward green computing in the United States was the voluntary labeling program known as Energy Star Environmental Protection Agency (EPA) in 1992 to promote energy efficiency in hardware of all kinds Page 5

6 PMBoK Overview Project Management Institute (PMI) Version 3: 2004 Project Management Body of Knowledge Process Groups(5) Knowledge Areas(9) Processes (44) Tools & Techniques (186) Input & Outputs (lots) Not a Lifecycle No reference to PRINCE2 Page 6

7 Outputs to ITSM Project Management Institute (PMI) Version 3: 2004 Project Management Body of Knowledge Process Groups(5) Knowledge Areas(9) Processes (44) Tools & Techniques (186) Input & Outputs (lots) Not a Lifecycle No reference to PRINCE2 Scope Scope Statement Statement Budget: Capital & Budget: Capital & Operational Operational Schedule Schedule Duration Duration Resources Resources Support Skills Support Skills Communication Communication Plan Plan Contracts Contracts Warrantees Warrantees IT Change IT Change Management Management Risk Plan Risk Plan Page 7

8 PMBoK Project/Product Lifecycle Initial Phase Intermediate Phase(s) Final Phase Initial Intermediate Final Figure 2-1. Typical Project Cost and Staffing Level Across the Project Life Cycle Figure 2-3. Typical Sequence of Phases in a Project Life Cycle Project Management is very broad in scope Construction (Engineering firms) Transportation (Concrete Contractors) Software Development (Business Analysts, Programmers) Information Technology (Network & Server administrators) Etc. The principles of Project Management apply to all industries Page 8

9 Outputs to ITSM Contractors Contractors IT Staff IT Staff Initial Phase Intermediate Phase(s) Final Phase Reallocation Reallocation Of Resources Of Resources Initial Intermediate Final Skill Skill Transfer Transfer Architectural Architectural Knowledge Knowledge Knowledge Knowledge Transfer Transfer Service Desk Service Desk Procedures Procedures Figure 2-1. Typical Project Cost and Staffing Level Across the Project Life Cycle Figure 2-3. Typical Sequence of Phases in a Project Life Cycle Operational Operational Procedures Procedures Project Management is very broad in scope Construction (Engineering firms) Transportation (Concrete Contractors) Software Development (Business Analysts, Programmers) Information Technology (Network & Server administrators) Etc. The principles of Project Management apply to all industries Page 9

10 Relationship Between Product & Project Lifecycle PMBoK, Figure 2-4 Initial Phase Intermediate Phase(s) Final Phase Figure 2-4. Relationship Between the Product and the Project Life Cycles Page 10

11 Was the Product just tossed over the wall to Ops? PMBoK, Figure 2-4 Initial Phase Intermediate Phase(s) Final Phase Figure 2-4. Relationship Between the Product and the Project Life Cycles Page 11

12 PMBoK : PMIS, CMS and CCS Project Management Information System An automated system, used by the project management team to support generation of the project management plan, facilitate feedback as the document is developed, control changes to the project management plan, and release the approved document Configuration Management System A subsystem of the overall project management information system The system includes the process for submitting proposed changes, tracking systems for reviewing and approving proposed changes, defining approval levels for authorizing changes, and providing a method to validate approved changes In most application areas, the configuration management system includes the change control system The configuration management system is also a collection of formal documented procedures used to apply technical and administrative direction and surveillance to: Identify and document the functional and physical characteristics of a product or component Control any changes to such characteristics Record and report each change and its implementation status Support the audit of the products or components to verify conformance to requirements. Change Control System A collection of formal documented procedures that define how project deliverables and documentation are controlled, changed, and approved. The change control system is a subsystem of the configuration management system. For example, for information technology systems, a change control system can include the specifications (scripts, source code, data definition language, etc.) for each software component. Page 12

13 ITIL V2: Relationship Between Project and Change Management (SS8.1) Change Management Project Management Page 13

14 ITIL V2 Change Models (SS8.3) Page 14

15 Example of Mega Change is a Project Normal Normal Project Project Standard Standard Routine Routine Change Change Page 15

16 ITIL Perspective: A Project is a Change has a beginning and an end like all Changes requires more due diligence, resources, and controls if it has a large capital/operational cost has a risk that must be assessed and planned must be recorded in Change Management DEFINITION PROJECT: A temporary organization, with people and other assets required to achieve an objective or other outcome. Each Project has a Lifecycle that typically includes initiation, planning, execution, closure, etc. Projects are usually managed using a formal methodology such as PRINCE2. ITIL V3 Service Transition p Page 16

17 ITIL V3 Service Transition Processes Continuous Service Improvement Change Management RFC1 RFC2 RFC3 RFC4 RFC5 RFC6 Service Asset and Configuration Management BL1 BL2 BL3 BL4 BL5 BL6 BL7 Service Transition Planning and Support Oversee management organization and stakeholder change Service Strategy Service Design Plan and Prepare Release Build and Test Evaluation of a Change or Service Change E1 E2 E3 Service Testing and Pilots Release and Deployment Management Plan and Prepare for Deployment Transfer, Deploy, Retire Early Life Support Service Validation and Testing Knowledge Management Review and Close Service Transition E4 Service Operation Source: ITIL V3 Service Transition Figure 2.3 The scope of Service Transition Page 17

18 ITIL V3 Service Transition Processes Continuous Service Improvement Change Management RFC1 RFC2 RFC3 RFC4 RFC5 RFC6 Service Asset and Configuration Management BL1 BL2 BL3 BL4 BL5 BL6 BL7 Service Transition Planning and Support Oversee management organization and stakeholder change Where does a Project fit fit in? in? Where is is this this documented in in the the ITIL Plan and ITIL V3 Service V3 Service Lifecycle Build books? and Prepare Strategy Design Test There Release is is very limited reference to to Project Management. But But it it does not not matter! Evaluation of a Change or Service Change E1 E2 E3 Service Testing and Pilots Release and Deployment Management Plan and Prepare for Deployment Transfer, Deploy, Retire Early Life Support Service Validation and Testing Knowledge Management Review and Close Service Transition E4 Service Operation Source: ITIL V3 Service Transition Figure 2.3 The scope of Service Transition Page 18

19 Mentioned in ITIL V3 SD Figure 3.5 The lifecycle of a service from the initial or changed business requirement through the design, transition and operation stages Effective transfer of knowledge is required at all stages between the operational staff and the project staff to ensure smooth progression Page 19

20 Mentioned in SD Figure 3.5 The lifecycle of a service from the initial or changed business requirement through the design, transition and operation stages Effective transfer of knowledge is required at all stages between the operational staff and the project staff to ensure smooth progression Does this this diagram mean that that Project Management stops at at the the Pilot stage? Page 20

21 ITIL V3 Change Models Standard (Routine) Change Pre-approved Implementation Plan is useable and repeatable Risk is known and within tolerances Back-out/remediation plan is tested Operational Change Request Normal Change Scope needs to be established Develop a implementation plan, design, test plan, back-out plan Resources need to be defined Approvals needs to gotten financial, technical, business Risk needs to be determined and planned for Cost, time duration needs to be determined and scheduled Review the Change check quality etc. Emergency Change Page 21

22 ITIL V3 Change Models Standard (Routine) Change Pre-approved Implementation Plan is useable and repeatable Risk is known and within tolerances Back-out/remediation plan is tested Operational Change Request Normal Change Scope needs to be established Develop a implementation plan, design, test plan, back-out plan Resources need to be defined Approvals needs to gotten financial, technical, business Risk needs to be determined and planned for Cost, time duration needs to be determined and scheduled Review the Change check quality etc. Emergency Change This sounds This sounds like all the like all the sections of a sections of a Project Project Management Management Plan Plan Page 22

23 A Green IT (any) Project is a Change ITIL Definition of Change: The addition, modification or removal of anything that could have an effect on IT Services A Green IT Project could have an effect of IT Services therefore be under the control Change Management An RfC should be created for a Green IT Project Categorized, Prioritized (Impact, Urgency, other) A Green IT Risk Assessment should be performed to establish the impact to Operations Page 23

24 A Standard Change Example Change Record: 123 Category Select from list Status New Page 24

25 Change Record: 123 Select the Category Category Select from list Standard (Routine) Change Normal Change Emergency Change Status In progress Page 25

26 Change Record: 123 Select the Domain Category Domain Standard (Routine) Change Select from below Network Management Output Management Data Management Status In progress Page 26

27 Change Record: 123 Select the Activity Category Domain Activity Standard (Routine) Change Output Management Select from list Replace Print Cartridge Add new Printer Replace Drum Status In progress Page 27

28 Change Record: 123 Select the CI Category Domain Activity CI Standard (Routine) Change Output Management Replace Print Cartridge Select from list Printer-1 Printer-2 Printer-3 Status In progress Page 28

29 CMDB: Cartridge and Location Change Record: 123 Category Domain Activity CI Component Inventory Standard (Routine) Change Output Management Replace Print Cartridge Printer-1 Printer Cartridge: 51649A 1 Location: L2-B103 Click to order Status In progress Page 29

30 Replace Cartridge Update New SR Change Record: 123 Category Domain Activity CI Component Inventory Standard (Routine) Change Output Management Replace Print Cartridge Printer-1 Printer Cartridge: 51649A 0 Location: L2-B103 Status Closed Click to order NOTICE: Ensure the all print cartridges are Green Approved Page 30

31 A Project Change Example Change Record: 124 Category Select from list Status New Page 31

32 Change Record: 124 Select the Category Category Select from list Standard (Routine) Change Normal Change Emergency Change Project Status In progress Page 32

33 Select the Project Type Change Record: 124 Category Type Status Project Select from below Administrative Construction Computer Software Development Design of Plans Equipment or System Installation Event or Relocation Maintenance of Process Industries New Product Development Research or any other type of Project In progress Page 33

34 Change Record: 124 Define the Attributes Category Domain Attributes Project Computer Software Development Details Status In progress Page 34

35 Change Record: 124 IT Related Details Category Domain Project Computer Software Development Attributes Details Status Operational Scope Risk to IT Green IT Duration Type of development New technology Link to IT Projects IT Impact IT Approval In progress High Med Yes Short Oracle Yes Yes High Required Page 35

36 Controls Beyond Just the Project Scope Change Record: 124 Category Domain Attributes Project Computer Software Development Details Approval Approval Approval Approval Scope Statement Schedule Cost/Budget Qualfity Plan Pending Pending Pending Pending Approval Status Risk Plan In progress Pending... Page 36

37 Green IT Risk Assessment Materials recycling Is the product environmentally friendly? Will we be charged/fined for disposal of (toxic) waste? Power management Does power supply meet 80 PLUS industry standard? Does the device have ACPI or under-volting based on workload? Virtualization What is the energy consumption? Blade technology instead of the Project s standalone server? Telecommuting Will it increase or reduce environmental and facilities energy costs? Is the outsourced project meeting Green Computing standards? Regulatory Compliance Does the international manufacturer comply with our regulations? Page 37

38 Recommendations Investigate your corporation s Green IT requirements and determine if there are any gaps/overlaps Pick a common language! What exactly is a Change Control System? Leverage Project Management methods for IT Release and Deployment Management and Service Transition as a practice train ITSM Managers on Project Management Integrate the PMO and ITSMO Define formal policies Do the PMO templates have Green IT requirements specified? The integration effort will be a Project! Or is it a Change? Both? Establish a Governance Control/Advisory Board chaired by a senior executive to resolve framework related conflicts Page 38

39 Jerry Kopan About the presenter ITSM Project Manager and ITIL Trainer Biography Over 25 years public and private sector consulting in IM/IT Over 15 years implementing ITIL best practices ITIL V3 Accredited Trainer F, FB, MB, SOA, OSA, RCV, ST, SO and ISO20000 ISO20000 EXIN exam review board ITIL V2/V3 accredited courseware developer ITIL V3 Expert, V2 SM, PISM, ISO20KProf, PMP, CMC, B.Sc. Page 39

40 Questions? Click on the questions tab on your screen, type in your question (and name if you wish) and hit submit. Page 40